Standardization is the basis of continuous improvement.
The importance of Toyota's standardization work lies not only in the repeatability and efficiency of the work of field operators. The Toyota model is that the workflow of all white-collar workers in the company is also standardized, and all Toyota personnel know and realize standardization. In other words, if you go to different factories around the world, you will find that their workflow is almost the same, and Toyota also applies standardization to product design and manufacturing equipment. In fact, almost no second company in the world can do this.
2. Standardization is the foundation of quality.
Standardization is also an important auxiliary work of internal quality. Talk to any well-trained Toyota leader and ask him how to ensure zero defects. The answer must be "through standardization work". When they found the defects, the first question they asked was: "Did you follow the standardization work?" If the operators completely follow the standardized workflow and still produce product defects, they will modify the standard workflow.
3. Standardization is a tool to empower employees.
When carrying out standardization, it is very important to strike a balance between the following two aspects: on the one hand, to provide fixed procedures for employees to follow; On the other hand, it provides employees with freedom so that they can creatively cope with challenging goals such as cost, quality and delivery. A case worthy of vigilance is that Ford's idea of using standardization was correct, but it later evolved into a rigid work and bureaucratic style, which made the whole standardization work fail.
No one likes to follow the detailed rules and procedures imposed on them by others. Strictly imposed rules will become oppression and coercion, resulting in resistance and friction between employees and managers.